Managing a Team when you do not have their Skills

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Managing a Team when you do not have their Skills

Managing a team whose expertise lies outside your own skill set can seem daunting. Yet, it presents a unique opportunity to lead in a way that values collaboration, learning, and mutual respect. You can easily use your strengths as a leader, even when you lack the technical skills or knowledge of your team – by following some of these simple steps:

1. Managing a Team: Emphasise Leadership Qualities Over Technical Skills:

Effective team management is less about technical know-how and more about leadership qualities. Furthermore, leadership qualities such as communication, empathy, problem-solving, and strategic thinking are absolutely critical to your role. Focus on developing those universal leadership skills. Your role is to guide your team towards a common goal, not necessarily to be the expert in the room. Managing without knowledge of the products or team tasks is normal and happens within many companies.

2. Foster a Culture of Open Communication:

Encourage open, two-way communication. Create an environment where team members feel comfortable sharing ideas and concerns. Regular team meetings and one-on-one sessions are great ways to stay connected with your team’s work and challenges. Know that by listening actively and respectfully to your team’s insights you can significantly compensate for your lack of technical knowledge.

3. Leverage the Expertise of Your Team when managing without knowledge

Acknowledge the expertise within your team. Delegate tasks to those with the most relevant skills and trust their judgement. This not only empowers your team members but also ensures tasks are handled efficiently. Recognise and appreciate their contributions, and don’t shy away from asking for their input on technical matters. Mangaging without the specific product knowledge can be an advantage sometimes too!

4. Commit to Continuous Learning:

You don’t need to be an expert, but having a basic understanding of your team’s work can be immensely helpful. Dedicate time to learn about the key aspects of their roles and the challenges they face. This shows your commitment to the team and helps you make more informed decisions.

5. Cultivate Collaboration and Teamwork:

Promote a collaborative environment where the team can work together to solve problems. Encourage team members to share knowledge and support each other. As a manager, your role is to facilitate this collaboration and ensure that everyone is working cohesively towards shared objectives.

6. Focus on the Big Picture and don’t only focus on managing without specific product knowledge

Your primary role is to align the team’s efforts with the broader goals of the organisation. Keep the focus on these overarching objectives and guide your team in understanding how their work contributes to the bigger picture. This helps in prioritising tasks and making strategic decisions.

7. Provide Clear Goals and Expectations:

To manage a team. Set clear, achievable goals for your team. Clearly articulate your expectations and how success will be measured. This clarity helps team members understand their responsibilities and work more autonomously, reducing the need for you to understand every technical detail and making managing without knowledge less of a worry.

8. Be a Facilitator and Advocate:

Your job is to remove obstacles that hinder your team’s progress and to advocate for their needs. This might include securing resources, providing training opportunities, or helping navigate organisational challenges. By focusing on these aspects, you can add significant value to your team.

Conclusion:

Being an effective team manager without having the specific skills or knowledge of the team is entirely feasible. It requires focusing on your strengths as a leader, fostering a collaborative and open environment, and continuously learning. By doing so, you can guide your team to success, all while growing and developing your own leadership skills.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Exec Search Secrets: How to Perfectly Streamline Your Hiring Journey

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Having worked in the executive search industry for nearly 20 years, I have recruited for a countless number of hiring organisation’s and their application and onboarding processes have varied significantly. Here we give away some of our Exec Search secrets and our top tips for success to Streamline Your Hiring Journey. 

As the hiring process is a complex process between employers and potential employees. With so many things happening in the hiring process, it’s essential to ensure that every step is streamlined for efficiency and clarity. Let’s explore how to make this journey smoother for everyone involved.

The Application Phase: Making a Good First Impression In You Hiring  Journey

When a potential candidate comes across your job posting or is contacted by your talent acquisition team or search partner, their first interaction with your brand begins. This phase is your golden opportunity to put your best foot forward, enticing the right candidates to engage. Here’s how to make that first impression a lasting and positive one.

Clear Job Descriptions will help to Streamline Your Hiring Journey

Your job advertisement is not just a list of tasks or qualifications – it is your company’s handshake with the potential employee. Imagine entering a room and greeting someone for the first time; that’s what your job description does.

When managing an Exec Search campaign our preference is to produce a candidate pack that fully outlines the role, the businesses strategy, the culture of the organisation and any other information that might be relevant for a particular campaign or to build an emotional connection with prospective applicants.

Detail Matters in Your Hiring Journey

Every job role has its nuances, and while you don’t want an overly lengthy description, you shouldn’t be too vague either. A clear understanding of what’s expected, where this role can have an impact and an understanding of relevant spans of control, can paint a vivid picture of the day-to-day role.

Transparency is Key During Your Hiring Journey

Being open about job prerequisites from the start saves time on both ends. If a role requires certain certifications or a specific number of years in a particular domain, make it known. This ensures only qualified candidates move forward, reducing the screening burden.

Intuitive Design is key when we thinking how to Streamline Your Hiring Journey

Ensure your application platform’s layout is intuitive. Candidates shouldn’t have to play detective to find where they need to click next. Clearly labeled buttons, a progress bar indicating how much of the application is left, and concise instructions can guide candidates smoothly.

Mobile Optimisation

A significant portion of job seekers uses mobile devices to explore opportunities. If your application platform isn’t optimized for mobile, you might be inadvertently turning away potential talent. Ensure the mobile experience is as seamless as the desktop one.

Multi-format Submissions

Everyone has their preferred way of showcasing their achievements. Some prefer traditional CVs, while others might want to link to online portfolios or LinkedIn profiles. Offering flexibility in submission formats ensures you don’t miss out on talent due to platform restrictions.

Save and Resume

Life happens. Sometimes an applicant might get interrupted mid-way. Having a ‘save and resume later’ option ensures they don’t have to start from scratch, making the process less daunting.

Immediate Acknowledgment

Senior peole are busy, when managing an Executive ssearch campaign it is paramount that once a candidate submits their application, a simple acknowledgment, like an automated email, can go a long way. It assures the candidate that their application has been received and sets the tone for future interactions.

Specificity is Key in Exec Search

Instead of merely stating that you want a “qualified” individual, what does “qualified” mean for this particular role? If it’s a managerial position, perhaps you’re looking for someone with a certain amount of team leadership experience or someone who can demonstrate having built a team previously or restructured an organisation.

For a technical role, maybe familiarity with a specific software is a must or maybe not? Sometimes you can think someone might need technical expertise but maybe you are precluding better candidates by asking for system experience when it could be learnt or maybe there are more technical team members that manage the detail.

Flexibility Matters in Your Hiring Journey

While the criteria act as a guide, it’s essential to be flexible. Some candidates might not tick every box but bring other valuable assets to the table. For instance, a candidate might lack a specific certification but has hands-on experience that can prove to be invaluable.

The Human Touch

While these tools are invaluable in handling the volume, it’s essential to recognize that a resume is a nuanced document. It narrates a person’s professional journey, their challenges, growth, and achievements. Some of these intricacies might get lost if we rely solely on automated tools.

Look Beyond Keywords in Your Hiring Journey

A candidate might not have used the exact keyword you’re searching for, but they might still possess the desired skill or experience. For instance, instead of the term “project management,” a candidate might mention they “oversaw a team to deliver a project.” The essence remains the same, even if the wording differs.

Story over Structure

Some candidates might have unconventional resume structures, or they might come from diverse backgrounds where the traditional resume format differs. Instead of discarding these at first glance, take a moment to understand the story they’re telling.

For a senior appointment you might expect that the prospective appointee will be totally at ease, however, both parties will come with hopes in interview, expectations, and a dash of nerves. The interview for any Exec Search campaign needs to be thorough.

Although it’s the company’s opportunity to get to know the candidate, it is worth bearing in mind that this is a 2 way process, and given the current challenges for sourcing talent. In my mind it is worth building in an informal meeting stage early on in th hiring process to build a relationship and to engage with any prospective candidates. This stage can be decisive, making or breaking the deal for both sides…

Structured Interviews as Part of You Hiring Journey

Just as a builder wouldn’t construct a house without a blueprint, interviewers should approach this process with a clear plan. Enter structured interviews, the blueprint of effective hiring.

Leveling the Playing Field: When every candidate is posed the same questions, it ensures consistency and fairness. It negates the possibility of biases creeping in based on a candidate’s background, appearance, or other unrelated factors.

Reliability: Research has shown that structured interviews have a better track record of predicting job performance. This is because they focus on competencies and skills directly related to the role at hand.

Comparability: As all candidates answer the same questions, it becomes easier for the hiring team to compare and contrast their responses. This ensures that decisions are made based on merit and fit rather than random factors.

Multi-tiered Approach

Think of the interview process as a funnel. At the top, you have a wide array of candidates, and as you progress through the stages, you narrow down to those who align best with the company’s needs.

Preliminary Screening: Initiating the process with a phone or video interview can be a time-saver. It provides an opportunity to assess basic qualifications, communication skills, and motivation. This ensures that only genuinely potential candidates progress further.

Layered Depth: Subsequent rounds can then delve deeper into technical prowess, cultural fit, and problem-solving abilities. This step-wise progression ensures a comprehensive evaluation without overwhelming either side.

Feedback at Every Stage: After every round, it’s considerate to provide feedback to the candidate. Even if they don’t progress further, constructive feedback can be invaluable for their professional journey.

Transparent Communication

Transparency is the cornerstone of any meaningful relationship, and the employer-candidate relationship is no different in any exec search hiring proces.

Set Clear Expectations: At the start of the interview, let candidates know the structure of the process, how many rounds they might expect, and the anticipated timeline.

Honesty is the Best Policy: If a candidate is no longer in the running, it’s more respectful to let them know rather than leaving them in the dark. This not only brings closure for the candidate but also upholds the company’s reputation.

The Offer: Sealing the Deal

The culmination of the entire hiring process rests on the offer phase. It’s the grand gesture, the moment of truth. How it’s presented can be the deciding factor for many candidates.

Quick Turnaround

In Exec Search, time is of the essence. Once you’ve zeroed in on your ideal candidate, it’s essential to act swiftly.

The longer a candidate waits for an offer, the more time they have to second-guess their decision, or worse, be wooed away by another opportunity. Swift actions not only increase acceptance rates but also show candidates that you value and prioritize them.

An offer letter is not the place for vague statements. Salary details, job responsibilities, start dates, work hours, benefits, and other essential details should be clearly spelled out. This not only sets clear expectations but also fosters trust from the get-go.

Onboarding Process

The real journey begins after the offer is accepted. Onboarding is akin to rolling out the red carpet for the new hire, ensuring they transition smoothly into their new role and environment.

Afte an Exec Search campaign completes and before a new hire steps into the office, providing them with resources can drastically reduce their first-day impact. By sending over company handbooks, access to necessary software, or even a welcome video message from the team, new hires can get a sense of belonging even before day one. It’s the equivalent of reading up on a destination before embarking on a journey.

Our top tips for onboaring success

Structured First Week

The initial days of a new job can be difficult. A structured first week can make this easier to manage. Meet, Greet, Repeat: Introduce the new hire to their colleagues, not just as a formality but to foster genuine connections. Follow this with training sessions that equip them with the skills and knowledge they’ll need in their role.

Mentorship Programs

Walking into a new workspace can feel like being the new kid at school. Having a designated mentor or buddy is like having a trusted schoolyard friend showing you the ropes.

A mentor can be the go-to person for any queries or concerns, ensuring that the new hire never feels lost or isolated. Moreover, the onboarding process is always evolving. Setting up channels for new hires to provide feedback ensures this evolution is in the right direction.

Finally, by encouraging new employees to share their onboarding experiences, you’re not only refining the process for future hires but also emphasizing that their opinions matter. It’s a simple yet effective way to cultivate a culture of openness and continuous improvement.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Shared Services vs. BPO – who will survive?

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Shared Services vs. BPO: There has long been an argument between Shared Services and Business Process Outsourcing (BPO) – is one better than the other? There are many factors to take into account including the business objectives, the budget available and the speed that is required for the project.

BPO is the process of engaging a third-party vendor with the right skills and resources, to carry out work on your behalf.

Shared Services relates to the creation of an autonomous business unit, based on-site, which carries out these processes for multiple functions within an organisation (HR, Finance, procurement).

The services that BPO and Shared Services provide is generally to remove manual, operational and often repetitive tasks from your everyday work.

 

Shared Services vs. BPO: Business Process Outsourcing

 

BPO is often thought to be more efficient, due to it having better systems and processes. It is frequently based offshore, so labour costs and overheads can be significantly lower than having this service in-house.

Outsourcing can often be implemented quickly and more effectively, due to the experience of the resource within these companies. The transition to an outsourced model may not offset the savings you make and the increase in the quality of the work you receive.

Feedback is often that ‘BPO can be seen as ‘faceless’ or lacking the human approach’ that people sometimes want from these services and in a world where employee engagement and experience is paramount, this can cause real issues.

Shared Services vs. BPO: Shared Services

 

Shared services can be a better solution if your needs are bespoke. BPO can often be one size fits all, and if you have requirements that are specific and processes that aren’t bog standard, then a shared services model may be the best choice.

However, the implementation of a shared services function within a business can be slow and painful. More often than not this is due to lack of experience internally to deliver this and if systems, processes and data are not clean and efficient, the service will fail.

If the service fails, it can be hugely damaging to employee engagement and if people aren’t engaged to use the service, then they will revert to old habits, rendering the service useless.

Is there a place for both when considering Shared Services vs. BPO? 

 

General consensus seems to be that in the long term, only one will survive. I think there is a place for both: if you have a high volume of standard processes which need carrying out without the knowledge of internal factors or processes, then BPO is probably for you. However, if you have unique processes and you have the time, money and resources to do this properly, then shared services is the best option.

Before you decide whether to implement a BPO or Shared Services model, it’s a good idea to do a thorough diagnostic of your business and ask yourself the following questions:

  • What is the end goal is for your organisation in changing to a new service delivery model?
  • Do you have management engagement and support?
  • Are your systems, processes and data fit for purpose?

Once you have the answers to all of these questions, you should be able to make an informed decision.

 

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

We understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our guide to our Shared Services executive search please get in contact with our Managing Director, James Cumming.

 

 

How to Navigate the Complexities of Global Workforce Management

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Elevate Your HR Game: How to Navigate the Complexities of Global Workforce Management

 

In today’s globalised world, businesses are no longer confined by geographical boundaries. Companies, whether large or small, are increasingly operating on a global scale, employing talent from different parts of the world. This trend, while exciting, brings with it a unique set of challenges for Human Resources (HR) professionals. Managing a global workforce requires more than just understanding the basics of HR; it demands a deep knowledge of diverse cultures, legal regulations, and the ability to create a cohesive organisational culture that transcends borders.

Understanding Cultural Diversity

Cultural diversity is one of the most significant challenges in global workforce management. Employees from different countries bring unique perspectives, work ethics, and communication styles. For HR professionals, understanding and respecting these differences is crucial.

Cultural sensitivity training is a powerful tool that can help bridge gaps in understanding. It enables employees to appreciate different cultural norms and work more effectively with colleagues from diverse backgrounds. HR leaders should also encourage open communication and create platforms where employees can share their experiences and insights, fostering a more inclusive work environment.

Navigating Legal and Compliance Issues

Each country has its own set of employment laws and regulations. These can range from differences in labour laws, tax obligations, and employee benefits, to specific requirements regarding data protection and privacy. Navigating these legal complexities requires meticulous attention to detail.

HR professionals need to stay informed about the local labour laws in each country where their company operates. This might involve working closely with legal experts or consulting local HR professionals who understand the regional laws and customs. Compliance is not just about avoiding legal penalties; it’s about building a reputation as a fair and trustworthy employer in every market where your company operates.

Developing a Global Compensation Strategy

Creating a fair and competitive compensation strategy for a global workforce is another challenge. What might be considered a generous package in one country could be insufficient in another. Currency fluctuations, cost of living differences, and varying tax rates all play a role in determining appropriate compensation.

HR professionals must develop a compensation strategy that is both equitable and competitive. This often involves conducting regular market research to understand salary trends in different regions and ensuring that the compensation packages offered are attractive to top talent globally.

Building a Unified Company Culture

A strong, unified company culture is the backbone of any successful global enterprise. However, building such a culture across different regions is no small feat. Employees in different locations may have varying expectations and interpretations of what the company culture should be.

HR’s role is to define and communicate a clear, consistent set of values that align with the company’s mission and goals, yet are flexible enough to accommodate regional differences. This might involve creating global initiatives that promote company values, such as diversity and inclusion programs, or organising events that bring together employees from different regions to foster a sense of unity.

Leveraging Technology for Global HR Management

Technology is a vital tool in managing a global workforce management. From HR software that automates payroll and benefits administration to communication platforms that connect employees across the globe, technology can simplify many aspects of global HR management.

Investing in a robust HR Information System (HRIS) that can handle the complexities of managing a global workforce is essential. Such a system can help streamline processes, ensure compliance, and provide valuable insights through data analytics. Additionally, tools like video conferencing and collaboration software can help bridge the physical distance between teams, promoting better communication and teamwork.

My Thoughts

Navigating the complexities of global workforce management is no easy task. It requires a blend of cultural sensitivity, legal expertise, strategic thinking, and technological know-how. By understanding the unique challenges of managing a global workforce and implementing strategies to address them, HR professionals can elevate their game, ensuring that their company not only survives but thrives in the global marketplace.

As businesses continue to expand their global reach, the role of HR will become even more critical. By staying informed, adaptable, and proactive, HR leaders can successfully navigate the complexities of global workforce management and contribute to the long-term success of their organisations.

 

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

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Merger & acquisitions: What should HR consider?

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Merger & acquisitions: What should HR consider?

Mergers & acquisitions (M&A) are major events in the life of any company, bringing about significant changes that can impact every aspect of the business. While financials and legalities often take center stage, the role of Human Resources (HR) is equally critical in ensuring the success of the merger or acquisition. HR’s involvement can make or break the integration process, affecting employee morale, retention, and overall organisational performance.

Here are some key considerations HR should focus on during mergers & acquisitions:

  1. Mergers & Acquisitions: Cultural Integration

One of the most challenging aspects of any maergers & acquisitions is merging two distinct corporate cultures. Differences in values, communication styles, and workplace norms can lead to friction and reduce the effectiveness of the integration. HR must assess the cultural fit between the two organisations early on and develop strategies to bridge gaps. This may involve aligning company values, conducting cultural assessments, and facilitating open dialogues between employees from both organisations.

  1. Employee Communication and Engagement

Clear and transparent communication is crucial during an M&A. Employees often feel anxious about their job security, changes in roles, and how the merger or acquisition will impact their day-to-day work. HR should develop a comprehensive communication plan that keeps employees informed at every stage of the process. Regular updates, town hall meetings, and Q&A sessions can help address concerns and keep employees engaged. Ensuring that leaders are accessible and approachable is also key to maintaining trust.

  1. Talent Retention

Mergers & acquisitions can lead to a talent exodus if not managed properly. Key employees may leave due to uncertainty, fear of change, or better opportunities elsewhere. HR needs to identify critical talent early in the process and implement retention strategies such as stay bonuses, career development opportunities, and clear career pathing within the new organisation. Maintaining a focus on employee well-being and providing support during the transition is also essential to retaining top talent.

  1. Organisational Structure and Role Alignment

An M&A often necessitates changes in organisational structure, with potential redundancies or the creation of new roles. HR must carefully evaluate the existing structures and determine how best to integrate teams, align roles, and eliminate redundancies. This process should be handled with sensitivity and fairness, ensuring that affected employees are supported through outplacement services, retraining, or redeployment where possible.

  1. Compensation and Benefits Harmonisation

Differences in compensation, benefits, and reward structures can be a source of tension during an M&A. HR should conduct a thorough review of the compensation and benefits packages of both organisations to identify discrepancies and determine the best approach for harmonisation. This may involve levelling up benefits to match the more generous package or offering a phased approach to alignment. Clear communication about any changes and how they will impact employees is crucial to avoiding dissatisfaction and unrest.

  1. Legal and Compliance Considerations

HR must ensure that the merger or acquisition complies with all relevant labour laws, regulations, and M&A contractual obligations. This includes understanding the legal implications of redundancies, changes in employment terms, and the transfer of employees from one organisation to another. HR should work closely with legal teams to navigate these complexities and ensure that all actions are compliant and defensible.

  1. Change Management

Mergers & acquisitions are significant change events that require careful management. HR should take the lead in developing a change management strategy that addresses the human side of the integration. This involves preparing employees for the change, providing support throughout the transition, and fostering a culture of adaptability and resilience. Effective change management can help minimise disruption and ensure a smoother integration process.

Our Thoughts

Mergers and acquisitions are complex processes that require careful planning and execution, especially from an HR perspective. By focusing on cultural integration, communication, talent retention, organisational alignment, compensation harmonisation, legal compliance, and change management, HR can play a pivotal role in ensuring the success of the merger or acquisition.

In today’s competitive market, the companies that excel in these areas will be better positioned to thrive post-merger, creating a unified, engaged, and productive workforce.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Unlocking the Secrets to Identifying, Attracting, and Recruiting top HR Talent

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In today’s fast-paced business landscape, the hunt for recruiting top HR talent has become an intricate dance between companies vying for the best candidates and candidates seeking the most rewarding opportunities.

For many HR directors, it is as equally challenging to find the right talent for their own team as it is to solve the talent challenges within their respective businesses. This has been even more pronounced in the face of skill scarcity of recent years.

In industries grappling with skill shortages, finding and keeping the right talent is a formidable task. However, by embracing innovative talent acquisition strategies, you can not only rise above the competition but also secure a sustainable pipeline of skilled professionals.

Understanding the Landscape: The Skill Scarcity Conundrum

According to a recent report by the Office for National Statistics, the UK is facing an acute skills shortage across various sectors, including technology, healthcare, and engineering. This scarcity is attributed to a multitude of factors, including rapid technological advancements, changing job requirements, and demographic shifts.

 

Want to be a Chief People Officer?

Check our our essential guide to managing your career path to becoming a CPO.

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Unveiling Innovative Talent Identification

1. Skill Mapping and Predictive Analytics

Leveraging technology to its fullest, skill mapping and predictive analytics can be potent tools. Platforms like LinkedIn Talent Insights enable HR directors to map skills supply and demand in real time.

By anticipating skills shortages, you can proactively tailor your recruitment efforts.

We recently wrote an article on data analytics which gives some tips and advice which you can find HERE

2. Reskilling programs

Initiate reskilling programs for employees whose roles might be impacted by automation or technology shifts. By identifying transferable skills and guiding employees into new roles, you can prevent skill obsolescence and employee displacement.

Clearly defined career pathways that outline growth opportunities within the business can also attract top talent, knowing that their development is a priority.

3. Build your own:

Investing in the development of your current workforce is crucial. Identify high-potential employees and provide them with times for upskilling and cross-training. Not only does this fill immediate skill gaps but also boosts employee morale, engagement, and loyalty.

Offering continuous learning sends a message that your business values growth and invests in its employees’ futures.

Therefore, you could also consider collaborating with educational institutions to develop specialised training programs can help bridge the skills gap. By tailoring education to industry demands, you can ensure that graduates possess the skills necessary for immediate employment. Initiatives like apprenticeships, internships, and partnerships with universities can create a pipeline of skilled workers who are ready to contribute from day one.

Navigating the Attraction Odyssey

1. Personalised Employer Branding

Similarily, when recruiting for HR talent, crafting a compelling employer brand that resonates with your target talent pool. To confirm this, a study by Glassdoor revealed that job seekers are 3.5 times more likely to apply for a job at a company with a strong employer brand. Showcase your company’s culture, values, and career growth through story telling.

2. Flexible Work Arrangements

The pandemic has underscored the value of flexible work arrangements. A survey by McKinsey & Company found that 58% of employees consider flexibility as a top consideration when job hunting. Offering hybrid or remote work options can attract top talent seeking a work-life balance.

Anchoring Talent: Retention in Skill-Scarce Environments

1. Continuous Learning Ecosystems

Investing in continuous learning opportunities, can foster employee growth and loyalty. Establish mentorship programs, provide access to online courses, and encourage skill development to combat skill obsolescence.

In addition, when recruiting for HR talent, most great candidates will have multiple offers and will want to join the business that gives them the most opportunity to learn and develop.

2. Inclusive Work Cultures

Diversity and inclusion go hand in hand with talent retention. A study by Deloitte found that inclusive companies are 1.7 times more likely to be innovative leaders. Prioritize an environment where all voices are heard and ideas are valued, creating a sense of belonging.

Final Thoughts about Recruiting Top HR Talent

As an HR director, the path to overcoming skill scarcity and thriving in a competitive job market is not a solitary journey. By embracing a holistic approach that combines education, training, remote work, and inclusivity, companies can pave the way for a brighter future.

However, we recognise that this can take time to implement, especially when searching for top-tier professionals in highly competitive talent markets. This is where our expertise at re:find steps in. With a proven track record of successfully identifying, attracting, and placing exceptional candidates in skill-short industries, we understand the challenges of talent acquisition.

Our dedicated team possess the insights and connections necessary to navigate the ever-evolving landscape of executive search. Leveraging our extensive network and industry knowledge, we excel at uncovering the hidden gems, the HR superstars who possess the unique blend of skills, experience, and cultural fit that your organisation requires.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been hiring HR talent for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our central government executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Workplace Flexibility: Is It Worth the Effort?

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Workplace Flexibility: Is It Worth the Effort?

In today’s evolving work environment, many companies have embraced flexibility as a core component of their employee experience. However, some organisations have been slower to adopt these practices, raising the question: Is workplace flexibility truly beneficial, or does it create more challenges than it’s worth?

What Is Workplace Flexibility?

Flexible working refers to any work arrangement that allows employees to tailor their work schedules or environments to better suit their needs. This could mean working from home, having flexible start and finish times, or even job-sharing.

Despite its growing popularity, research highlights a disparity in how flexible working is implemented. For instance, a recent HR Magazine article revealed that men typically enjoy six hours of flexible working per week, while women only receive three. This discrepancy raises concerns about equality in the workplace and highlights the need for more inclusive policies.

The Case for Flexible Working

With the rise of Generation Y, who prioritise work-life balance and value working to live rather than living to work, the demand for flexible working arrangements has increased. Here are some of the key benefits:

  • Increased Productivity: Employees often perform better when they have control over their schedules.
  • Improved Morale: Flexibility can boost employee satisfaction and happiness at work.
  • Enhanced Work Enjoyment: Employees are more likely to enjoy their work when it fits around their personal lives.
  • Better Work-Life Balance: Flexibility allows employees to manage their personal and professional responsibilities more effectively.
  • Reduced Tardiness: Employees can start work at a time that suits them, leading to fewer late arrivals.
  • Stronger Employee Loyalty: Companies offering flexibility are likely to see greater loyalty and commitment from their employees.
  • Lower Employee Turnover: Flexibility can reduce the risk of employees leaving for more accommodating employers.
  • Reduced Burnout: Flexible arrangements can help prevent employee burnout by allowing for better stress management.
  • Decreased Commuting Stress: Less time spent commuting reduces fuel costs and stress, leading to happier, more focused employees.
  • Lower Office Costs: With fewer employees needing to be in the office, companies can save on fixed office expenses.

The Drawbacks of Flexible Working

However, flexible working is not without its challenges:

  • Not Suitable for Everyone: Some employees may struggle with the lack of structure.
  • Managerial Challenges: Managers may find it difficult to adjust to or monitor flexible working arrangements.
  • Blurred Work-Home Boundaries: Employees might find it hard to separate work from personal life when working from home.
  • Monitoring Work Output: It can be challenging to ensure that employees are actually working when they’re not in the office.
  • Potential for Abuse: Some employees might take advantage of the flexibility, leading to decreased productivity.
  • System Limitations: Businesses must ensure they have the right systems in place to manage a remote or flexible workforce effectively.

The Future of Workplace Flexibility

At first glance, the benefits of flexible working seem to outweigh the drawbacks, which explains why many forward-thinking companies have already adopted this approach. However, for organisations that have yet to embrace flexibility, the transition can be daunting. Resistance to change and a preference for traditional work practices are common barriers.

Nonetheless, the tide is turning. As older generations retire and younger, more flexibility-driven employees enter the workforce, the adoption of flexible working is likely to increase. Companies that adapt quickly to this shift will position themselves as employers of choice, attracting top talent in a competitive market.

In the emerging ‘gig economy,’ the businesses that thrive will be those that understand and implement workplace flexibility effectively. These organisations will not only win the war for talent but will also build a resilient, future-ready workforce.

If you’d like to explore how flexible working could benefit your organisation, feel free to reach out to me at James@refind.co.uk.

For more information about James Cumming, our change and business transformation specialist, click here.

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

There is no single “cut and paste” solution for go-live success since each company has its own culture, its own spend budget and change readiness agility. There are certainly some common factors if applied with the correct level of dedication and follow-through, which can make a great difference to the speed of implementation and effectiveness of your transformation.

In this installment of In:site we speak to Simon Brown.

Simon is a veteran of six end-to-end Transformation and Shared Services Programmes (since 1996). Simon often gets asked: what works best, what advice would you give?

However, Go-Live is that high profile moment when you turn all the thinking, planning, blood, sweat and tears of knowledge transfer, including the processes which you lift and shift or lift and transform, into a new operational model. A model which the customers can see, feel, touch and truly experience. It’s similar to opening a store or restaurant and suddenly your customers are ready to consume your products and services and give you feedback on what they did or didn’t like.

So here are my 10 top tips for Transformation Go-Live Success:

1. Begin with the end in mind for go-live success

Establish a visual blueprint of your future organisation, your Target Operating Model, otherwise it will be difficult to achieve go-live success. Be clear on the deliverables and desired outcomes. As well as the measures of success in terms of operational effectiveness, customer satisfaction and cost efficiency. Define and agree these upfront with your key stakeholders. Plan ahead and get answers to these points before you get sucked into the doing mode.

2. Create a compelling vision to move forward

By working together on the design team and actually articulating the vision by physically drawing a tableau to describe your future state, you are creating something which you can show and share with others to get them involved and engaged. A picture is worth a thousand words: it draws people in, starts a conversation, creates meaning and a dialogue for change. Hopefully, it also provokes a response and creates an emotional reaction. So to gain momentum to move forward we need to create a compelling vision, a good story, something to believe in, to follow and to become part of.

3. Engage your key stakeholders early and enlist business “change champions”

Before you start to implement your new ways of working, be sure to get real supporters from the business on your side. Change champions are leaders and role models. They are well respected by other managers and thus engender + enable peer and cascade credibility to the transformation story. Identify and enlist “change champions” who can talk positively about the benefits of self-service, portal and system technology. This will allow HR business partners to actually spend more time supporting the business agenda and less time as a pair of hands on administration.

4. Align Systems with Processes

Generally, alignment is the key word. Alignment of activities, sub-projects and work-streams are key to the successful implementation + end user digestion of the transformation and changes to the ways of working. Having a clearly coordinated and well-structured Project Management Office with a well-bundled communications plan can really help to present the transformation as one initiative, not a thousand unrelated busy tasks. Just like the air traffic controller the role is to ensure that planes take off and lands safely at the right time in the right place.

Align Process + System
System design and implementation and process design and implementation need to happen in parallel, to be aligned. You can’t implement a system without a clear and consistent set of global processes, and global processes will only work if the system enables the necessary transactions.
Roles and workflows must be defined and aligned. One without the other = an unholy and costly mess and lots of re-work.

Align Portal with People
Think about what is relevant for the end user when designing your intranet portal. Ensure navigation and access to information is simple and easy. Use a search engine with keyword enquiry. The most frequently asked questions that employees normally ask are the ones to ensure you have written good content answers for on the portal. Keep these answers up to date, relevant and fresh and you will save everyone time.

5. Hire an HR Shared Services Team Director and Team Leader EARLY

Sadly, all too often companies make the mistake of leaving it until their new HR Service Centre is up and running before hiring the HR Service Director, and team leaders this can have a major impact on go-live success. It is a mistaken belief that it is costly to hire these roles early. Particularly if they are an additional cost to a headcount not yet saved elsewhere in the organisation.

My counter proposal is to hire these pivotal roles early. Go-live success if pivotal to select those who are change agents, good at stakeholder engagement + employee relations, and particularly strong on the delivery of customer service satisfaction: the most important metric there is! Make them part of your pre Go-Live project team, conducting knowledge transfer, engaging early with key stakeholders and hiring the team. If they are involved in this it will build a stronger psychological contract and a vested interest to build the best team, the best processes, lay the best foundations for the new house right from the start. That’s actually cost effective!

6. Be clear on HR roles for the new HR Model

The HR Community will have one question on their mind as you announce your HR Transformation program: What’s in it for me? Behind that question lies their hierarchy of needs: What happens to me, when, what are the opportunities/options for me, and what if there are no opportunities for me? Don’t pretend that these questions can remain unanswered. Don’t leave the elephant in the room unannounced. Don’t lose trust. Acknowledge that their questions are relevant and real. Be honest.

You may not have all the answers yet but do your best to outline the road-map and the 3 routes to be taken:
a – you can be selected for a role in the new model,
b – you can grow your CV in change and project management,
c – there is no clear role yet defined that we can see for you.

However, if you stay and help with knowledge transfer, a fair and respectful package and support will be there for you if ultimately no suitable roles match for you.

7. Change Management is Key

Don’t underestimate change management or the time it takes for go-live success. Give quality time to this. Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept and at first, it seems just a concept, a rather uncomfortable concept. Until people see how it works for them. There is a change for line managers to become more empowered and empowering as People Managers.

Have the courage to spend time with HR to help them through their personal transition. They need to accept that the change must come from them.

8. Rule of 8: communicate, communicate, communicate

In turbulent change, you can never over communicate, especially if you want consistent go-live success.

When the game is changing, the old rules and framework will not be the same anymore, this is where you have to help the team to take it all in and to adjust to the changing environment. People often don’t hear, and sometimes don’t want to hear, the first message of change. They just don’t take it in. So say it again and again and again but with the same core message. Repeat it 8 times or more, nearly everyone will hear it, internalises it and recognises it as their new terms of reference.

9. Think of knowledge transfer as a joint project team

For go-live success, create a project management team mindset with a clear charter and purpose. It’s about collaboration, it’s not about wanting to let employees in that country down. This approach sets up conditions for success.
Spend time and money doing as much face-to-face/voice-to-voice knowledge transfer and training as you can. It’s about giving and receiving the gift of knowledge and it can actually be a reward for an employee to get the opportunity go to another country to do this.

Steer clear of any connotations of “taking over”, “raiding their brains”, “us and them”. They set an unhealthy atmosphere for the project and must be confronted early if they arise.

10. Go-Live is just the start!

Check that the new roles, systems and processes are working, especially beneath the surface. Ensure that people are trained for their new roles and that they have actually made the behavioural transition from old state model to new state new model and new actions.

Actions are everything. Read verbal and non-verbal signs. Praise adoption and good examples of the new ways of working. Encourage customer feedback on the service and be quick to improve the service where needed. Nip the bad habits in the bud and the signs of old ways of working via firm, constructive feedback with SMART examples.

Take time to positively celebrate Go-Live day with a drink and a cake as a milestone achieved. It marks the end of the beginning; the start of a new life-cycle of continuous operational excellence.

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

To discuss further, you can email me on James@refind.co.uk.

You can view more about James Cumming our change and business transformation specialist here.

Unlocking The Secrets Of Strategic Org Design For Business Leaders

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Org design is super important for business leaders if you want your company to do well, in this article we talk about unlocking the secrets of strategic org design and share them with you. It’s all about making sure your structure, processes, systems, and culture all work together to help you achieve your goals.

Nowadays, companies that innovate do well, and businesses need to be able to keep up.

To do that, you need to have a good plan for your organisational design that fits with what you’re trying to do and what the competition is up to.

By learning about the best ways to design your organisation, you can make smart choices that will help you succeed and make everyone happy.

In this piece, we’ll talk about the most important things you need to know to design your organisation well, and give you loads of tips and ideas to help you get it right.

If you’re a CEO, HR person, or consultant, or someone looking to develop in the Org Design space this should be for you!

What is Org Design

Organisational design refers to the process of structuring an organisation’s systems, processes, roles, and responsibilities to achieve its goals and objectives effectively. It involves analysing an organisation’s current structure, identifying any gaps or inefficiencies, and developing a new structure or plan to optimise performance.

Organisational design typically includes determining the organisation’s hierarchy, identifying reporting relationships, defining roles and responsibilities, establishing communication and decision-making processes, and aligning resources and systems to support the organisation’s objectives. The goal is to create a structure that supports the organisation’s strategy and enables it to achieve its goals efficiently and effectively. Organisational design is often an iterative process that involves ongoing evaluation and adjustment to ensure that the organisation remains aligned with its objectives and adapts to changes in the environment.

How is org design related to organisational development?

Organisational design and organisational development are closely related concepts, as both aim to improve the performance of an organisation. However, they differ in their approach and focus.

Org design (OD) focuses on the structural aspects of an organisation, such as its hierarchy, roles, and reporting relationships. Its goal is to create a structure that supports the organisation’s strategy and enables it to achieve its objectives efficiently and effectively.

On the other hand, organisational development (OD) focuses on the people and culture of an organisation. OD aims to improve the effectiveness of the organisation by enhancing its culture, leadership, communication, and collaboration. It involves interventions that target the human side of the organisation to improve performance.

Organisational design and organisational development often go hand-in-hand. For example, if an organisation is implementing a new strategy, it may need to restructure its hierarchy and roles to align with the new direction.

At the same time, it may also need to work on improving its culture and leadership to ensure that the new structure is effective. Therefore, organisational design and organisational development are often used together to create a holistic approach to improving an organisation’s performance.

How can org design fit in to an overall hr transformation programme?

Organisational design can play a crucial role in an overall HR transformation program. HR transformation typically involves changing the way an organisation manages its human resources to improve its performance and create value.

Organisational design is an essential component of this process, as it can help align the organisation’s structure, roles, and processes with its HR strategy.

Here are some ways that organisational design can fit into an overall HR transformation program:

  • Aligning structure with strategy: Organisational design can help align the structure of the organisation with its HR strategy. For example, if the organisation’s strategy is to focus on innovation, the structure should be designed to facilitate collaboration and knowledge sharing.
  • Streamlining processes: Organisational design can help streamline HR processes, such as recruitment, performance management, and talent development. By designing efficient processes that eliminate redundancies and improve communication, HR can be more effective in achieving its objectives.
  • Redefining roles and responsibilities: Organisational design can help redefine roles and responsibilities to align with the organisation’s HR strategy. This can include creating new roles, eliminating redundant roles, or merging roles to create more efficient and effective HR functions.
  • Implementing new HR technologies: Organisational design can also help facilitate the implementation of new HR technologies, such as HR information systems, talent management software, and e-learning platforms. By designing a structure that supports the use of these technologies, HR can more effectively leverage them to achieve its objectives.

Here are some of the challenges organisations face with regards to poor organisational design:

  1. Overlapping roles and responsibilities: When there are multiple individuals or departments responsible for the same function or task, it can lead to confusion, duplication of efforts, and inefficiencies.
  2. Hierarchies that are too complex: When an organisation has too many layers of management or too many reporting lines, decision-making can become slow and bureaucratic. This can lead to delays, missed opportunities, and a lack of agility.
  3. Siloed departments: When departments or teams work in isolation, it can result in poor communication, lack of collaboration, and a lack of knowledge-sharing. This can lead to missed opportunities and hinder innovation.
  4. Lack of alignment with strategy: When an organisation’s structure, roles, and processes are not aligned with its strategic objectives, it can lead to confusion and a lack of focus. This can make it difficult to achieve the organisation’s goals and objectives.
  5. Inefficient workflows: When workflows are poorly designed or not optimised, it can lead to bottlenecks, delays, and missed deadlines. This can negatively impact the organisation’s performance and lead to frustration among employees.
  6. Poor communication: When communication channels are unclear or ineffective, it can lead to misunderstandings, missed deadlines, and a lack of coordination. This can negatively impact productivity and the quality of work.

Which companies have suffered from poor strategic org design?

  1. Enron: Enron was an energy company that collapsed in 2001 due to a range of factors, including poor organisational design. The company had a complex structure with multiple subsidiaries, which made it difficult to understand the company’s finances. Additionally, the company had a culture of excessive risk-taking and unethical behaviour, which ultimately led to its downfall.
  2. Blockbuster: Blockbuster was a video rental company that was once a dominant player in the industry. However, the company failed to adapt to changing consumer behaviour, such as the rise of streaming services like Netflix. Blockbuster’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.
  3. Kodak: Kodak was a leader in the photography industry for many years, but the company struggled to adapt to the rise of digital photography. Kodak’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.

How can a company think strategically about org design?

The first step is to define the company’s strategy, which should include the mission, vision, values, and goals. As well as the competitive landscape and market trends.

The strategy should be communicated throughout the organisation, so that everyone understands the direction in which the company is headed.

To think strategically about organisational design, a company can take the following steps:

  1. Analyse the current organisational structure: The next step is to analyse the company’s current organisational structure, including roles and responsibilities, reporting lines, and decision-making processes. This analysis can help identify areas of inefficiency, duplication of effort, or misalignment with the business strategy.
  2. Define the desired outcomes: Based on the analysis, the company can define the desired outcomes of the organisational design process. This includes identifying the key objectives, such as improving efficiency, increasing agility, or enhancing collaboration.
  3. Develop a plan: With the desired outcomes in mind, the company can develop a plan for the organisational design process. This includes defining the new structure, roles, and responsibilities, as well as the process for implementing the changes.
  4. Communicate the changes: It is important to communicate the changes to all stakeholders, including employees, customers, and partners. This can help ensure that everyone understands the rationale for the changes and is aligned with the new organisational structure.
  5. Monitor and adjust: Finally, the company should monitor the effectiveness of the new organisational design and make adjustments as needed. This includes tracking key performance metrics, soliciting feedback from employees and customers, and making changes to the structure or processes as needed.

How can I develop my career in to specialising in org design?

Developing a career in organisational design can be a rewarding and challenging path. Here are some steps you can take to specialise in organisational design:

  1. Gain education and training: Pursuing a degree in organisational design, organisational development, or a related field can provide you with a solid foundation of knowledge and skills.
  2. Get hands-on experience: Seek out opportunities to gain practical experience in organisational design. This can include internships, volunteer work, or positions in HR, consulting, or related fields.
  3. Build a network: Networking is an essential component of any career. Attend industry events, join professional organisations, and connect with experts in the field to build relationships and gain insights.
  4. Develop key skills: Successful organisational designers typically have a combination of skills, including strategic thinking, problem-solving, communication, and project management. Continuously developing and honing these skills can help you succeed in this field.
  5. Stay up-to-date: Organisational design is a constantly evolving field, and it is essential to stay up-to-date on the latest trends and best practices. Read industry publications, attend conferences and webinars, and participate in professional development opportunities.
  6. Consider certification: Earning a certification in organisational design or a related field can demonstrate your expertise and commitment to the profession. Examples include the Diploma in Organisational Development and the business schools such as Henley and Roffey Park both offer specific Org Design certifications.

What is the potential career path as an organisation design professional?

  • Entry-level positions: Entry-level positions in organisational design may include roles such as organisational development coordinator or analyst. These positions typically involve supporting more senior team members in conducting research, analysing data, and developing recommendations for organisational design changes.
  • Mid-level positions: Mid-level positions in organisational design may include roles such as organisational design manager or consultant. These positions typically involve leading projects to develop and implement new organisational structures, processes, and systems. Mid-level professionals may also be responsible for managing project teams and collaborating with other departments and stakeholders.
  • Senior-level positions: Senior-level positions in organisational design may include roles such as chief organisational design officer or executive director of organisational effectiveness. These positions typically involve leading the design and implementation of organisational strategies, and providing guidance and support to other departments and leaders. Senior-level professionals may also be responsible for developing and managing budgets, overseeing multiple projects, and providing strategic advice to the executive team.
  • Independent consultant: Experienced organisational design professionals may choose to work as independent consultants. This may involve working with multiple clients, developing customised solutions to meet their needs, and managing their own business operations.

Which consulting firms provide organisation design services?

  • McKinsey & Company: McKinsey & Company is a global management consulting firm that offers organisational design services as part of its organisational and business model transformation practice.
  • Bain & Company: Bain & Company is a global management consulting firm that offers organisational design services as part of its organisation practice.
  • Boston Consulting Group (BCG): BCG is a global management consulting firm that offers organisational design services as part of its organisational transformation practice.
  • Deloitte: Deloitte is a global consulting firm that offers organisational design services as part of its human capital practice.
  • Korn Ferry: Korn Ferry is a global organisational consulting firm that offers organisational design services as part of its organisational strategy practice.
  • PwC: PwC is a global professional services firm that offers organisational design services as part of its organisational effectiveness practice.
  • Accenture: Accenture is a global consulting firm that offers organisational design services as part of its organisation and talent practice.

There are also many smaller specialist boutique consultancies based in the UK that offer organisational design services. Some examples include:

  • Q5 is an organisational design consultancy. It is a global management consulting firm that specialises in organisational strategy, design, and transformation.
  • LACE Partners: LACE Partners was founded by Aaron Alburey and Cathy Acratopulo, who wanted to create a business that could provide a full-service consultancy for HR professionals.  
  • On the Mark: OTM is a leader in collaborative organisation design and operating model modernisations.
  • Chaucer: Chaucer is a London-based consultancy that specialises in organisational design, change management, and program management.

Here are some top tips to effectively land an org design project:

  • Understand the client’s needs: Before pitching an org design project, it’s important to understand the client’s specific needs, goals, and challenges. Conduct research on the organisation, its industry, and its competitive landscape, and use this information to tailor your proposal to the client’s specific situation.
  • Develop a clear value proposition: In your proposal, clearly articulate the value proposition of your organisational design services and explain how they will help the client achieve their objectives. Use case studies or examples of previous successful projects to illustrate the benefits of your approach.
  • Demonstrate expertise and experience: To build credibility with the client, demonstrate your expertise and experience in organisational design. Highlight your qualifications, certifications, and relevant experience, and provide references from previous clients or colleagues who can attest to your skills and capabilities.
  • Build a strong project team: Org design projects require a multidisciplinary team with expertise in areas such as change management, human resources, and technology. Assemble a strong project team with a range of skills and experiences, and clearly outline the roles and responsibilities of each team member in your proposal.
  • Develop a detailed project plan: In your proposal, develop a detailed project plan that outlines the scope of the project, the timeline, and the deliverables. Be sure to include regular check-ins and progress reports to ensure that the project stays on track and that the client’s needs are met.
  • Communicate regularly with the client: Throughout the project, maintain regular communication so they are updated on progress. Being responsive and proactive in your communication can help build trust and strengthen the client relationship.

OUR FOCUS ON LONG-TERM PARTNERSHIPS


At re:find Executive Search we are specialists in HR transformation. We believe that recruitment is not a one-off transaction but rather a long-term partnership. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

Every organisation is unique and we feel that there is no one-size-fits-all solution when it comes to recruitment. re:find offer bespoke recruitment solutions, that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We commit to providing our clients with the highest quality service. We take the time to understand your organisation’s culture and values, as well as the specific skills needed for each campaign.

For more information please get in contact with our Managing Director, James Cumming.

Charting Your Course To Becoming a Chief People Officer: The Exact Skills You Need to Become a Successful CPO

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For many HR professionals, becoming a Chief People Officer (CPO), Chief HR Officer (CHRO), or Group HRD is a pinnacle career goal. These roles place you on the executive leadership team, requiring a unique combination of HR expertise, commercial acumen, and strategic leadership. Here’s a user-friendly roadmap to guide you on your journey.

What Does a Chief People Officer Do?

A CPO oversees all aspects of human resources within an organisation, including:

They also act as strategic partners, aligning HR initiatives with broader business goals.

Some Ideas to Support Your Jouney to Becoming a Chief People Officer

Becoming a Chief People Officer isn’t easy or for the faint hearted, it is a role that demands resilience, adaptability, and a commitment to continuous growth. The CPO role operates at the intersection of people and business strategy. It’s not just about managing HR processes but about influencing the organisation’s future.

1. Build Broad HR Experience

A successful Chief People Officer (CPO) is a well-rounded leader with expertise across the full spectrum of HR functions. Developing broad HR experience is critical to preparing for this role, as it equips you with the knowledge, skills, and perspective needed to tackle complex challenges and align HR with business strategy.

Why Broad HR Experience Matters When Becoming a Chief People Officer

  1. Versatility: A CPO must understand the interplay between different HR disciplines—talent acquisition, reward, employee relations, and organisational development—to design cohesive strategies.
  2. Credibility: Exposure to various HR functions builds credibility with senior leaders, as they see you as a holistic thinker who understands the bigger picture.
  3. Adaptability: Breadth of experience prepares you to handle diverse challenges, from cultural transformation to managing crises.
  4. Leadership Development: Working across HR functions enhances your ability to lead multidisciplinary teams.

Key Areas of HR to Develop Experience In if you are Becoming a Chief People Officer

Talent Acquisition and Workforce Planning

  • What to Learn:
    Develop strategies to attract, recruit, and onboard top talent while aligning hiring plans with business needs.
  • Success Looks Like:
    ✅ Decreasing time-to-fill and cost-per-hire metrics.
    ✅ Building talent pipelines for critical roles.
    ✅ Leading diversity-focused hiring initiatives.

Reward and Compensation

  • What to Learn:
    Understand how to design competitive compensation packages, incentive plans, and employee benefits that drive performance and retention.
  • Success Looks Like:
    ✅ Creating a reward strategy that improves employee satisfaction and retention rates.
    ✅ Ensuring pay equity through data-driven analysis.
    ✅ Designing performance-linked bonuses or recognition programs.

Organisational Development (OD)

  • What to Learn:
    Gain expertise in shaping organisational structures, improving team dynamics, and driving change initiatives.
  • Success Looks Like:
    ✅ Delivering a successful restructuring or team realignment project.
    ✅ Rolling out training programs to upskill employees.
    ✅ Implementing succession planning frameworks.

Employee Relations (ER)

  • What to Learn:
    Handle complex employee relations issues, from conflict resolution to legal compliance, while maintaining a positive culture.
  • Success Looks Like:
    ✅ Successfully navigating high-stakes ER cases with minimal risk.
    ✅ Establishing policies that foster fairness and consistency.
    ✅ Enhancing employee trust through transparent communication.

Learning and Development (L&D)

  • What to Learn:
    Design and implement training programs that align with business goals and develop future leaders.
  • Success Looks Like:
    ✅ Launching leadership development programs with measurable outcomes (e.g., internal promotions).
    ✅ Increasing participation in training programs by 20% or more.
    ✅ Demonstrating ROI on L&D investments.

HR Operations and Technology

  • What to Learn:
    Understand the systems and processes that drive HR efficiency, from payroll to HRIS platforms.
  • Success Looks Like:
    ✅ Implementing a new HRIS system that improves reporting and workflow efficiency.
    ✅ Streamlining HR processes to save time and reduce costs.
    ✅ Leading HR’s digital transformation efforts.

Action Plan:

  • Rotate through core HR functions (e.g., talent acquisition, OD, reward, HR operations).
  • Volunteer for cross-functional projects to gain diverse exposure.
  • Broad exposure can be important when becoming a chief people officer

What Success Looks Like:
✅ A CV showcasing 5–7 years of progressive HR experience across key disciplines.
✅ Evidence of managing teams, projects, or budgets in at least two specialist areas.
✅ Tangible outcomes like improved recruitment metrics, successful change initiatives, or revamped compensation frameworks.

2. Develop Strong Business Acumen is Key to Becoming a Chief People Officer

Action Plan:

  • Attend executive meetings to understand business strategy.
  • Partner with finance or operations teams to learn financial metrics and business drivers.
  • Shadow senior leaders to observe decision-making in action.

What Success Looks Like:
✅ Ability to articulate your company’s strategy and financial position confidently.
✅ Successful completion of a business-critical HR project, such as a workforce restructuring aligned with cost-saving goals.
✅ Recognition from senior leaders for your commercial insights.

3. Excel in Talent Management

Action Plan:

  • Lead initiatives to improve recruitment, development, and retention strategies.
  • Implement leadership development programs for high-potential employees.

What Success Looks Like:
✅ Reduced turnover rates (e.g., from 20% to 10% within two years).
✅ Measurable improvements in time-to-hire or quality-of-hire metrics.
✅ Positive feedback from leadership development participants, with some promoted to senior roles.

4. Drive Employee Engagement

Action Plan:

  • Conduct employee engagement surveys and analyse results.
  • Create and implement programs that address identified engagement gaps.

What Success Could Look Like:
✅ A 10–20% increase in employee engagement scores within 12–18 months.
✅ Introduction of successful initiatives, such as recognition programs, mentoring schemes, or wellbeing support.
✅ Reduction in voluntary attrition within the first year of implementing engagement strategies.

5. Becoming a Chief People Officer Means Gaining Expertise in Change Management

Change is inevitable in any organisation, and as a Chief People Officer (CPO), your ability to manage and lead change effectively will define your success. From restructuring to cultural transformation, the CPO is a central figure in aligning people with the business’s evolving needs. Here’s why mastering change management is essential on your journey to becoming a CPO.

  • Leading Organisational Transformation

The CPO often spearheads significant transformation efforts, such as mergers, restructures, or adopting new ways of working. Expertise in change management enables you to:

  • Design structured approaches to complex change initiatives.
  • Minimise disruption and resistance within the workforce.
  • Ensure alignment between organisational goals and employee outcomes.

Example:
During a merger, a skilled CPO can integrate two distinct cultures, ensuring a smooth transition while retaining top talent and maintaining morale.

  • Balancing Strategy and People

Change initiatives often focus on achieving strategic goals, but they fail without the buy-in of the people affected. As a CPO, you’ll need to:

  • Communicate the “why” behind the change to foster understanding and commitment.
  • Balance business priorities with the emotional and cultural impact on employees.
  • Act as the bridge between leadership and the wider workforce.

Why this matters:
Employees are more likely to embrace change when they see clear benefits and feel supported throughout the process.

  • Managing Resistance

Resistance to change is natural and one of the biggest challenges in any transformation. A CPO with change management expertise can:

  • Identify sources of resistance early through engagement and feedback.
  • Develop strategies to address concerns, such as tailored communication plans or training initiatives.
  • Foster a culture where change is seen as an opportunity rather than a threat.

Impact:
Overcoming resistance ensures smoother implementation and helps maintain productivity and morale during transitions.

  • Driving Cultural Change

Cultural transformation is a key responsibility of the CPO. Whether it’s improving diversity and inclusion, fostering innovation, or shifting mindsets, change management expertise is critical.

  • Establish clear goals and metrics for cultural change.
  • Engage leaders and employees at all levels to embed new behaviours and values.
  • Reinforce progress with ongoing communication and recognition.

Example:
Implementing a new culture of collaboration might involve redesigning team structures, rolling out training programs, and celebrating early wins to encourage adoption.

  • Enhancing Communication and Engagement

Effective communication is at the heart of successful change management. As a CPO, you’ll need to:

  • Develop tailored communication plans for different stakeholders.
  • Use storytelling to inspire and engage employees.
  • Create feedback loops to ensure employees feel heard and valued during transitions.

Why this matters:
Transparent, empathetic communication builds trust, making employees more receptive to change.

  • Strengthening Leadership Alignment

Leaders across the business must be united during periods of change. A CPO with strong change management skills can:

  • Equip leaders with the tools and messaging they need to drive change in their teams.
  • Facilitate workshops or coaching sessions to align leadership behaviours with organisational goals.
  • Act as a trusted advisor, helping leaders navigate the challenges of transformation.

Outcome:
A cohesive leadership team that models and reinforces the desired change.

  • Measuring and Sustaining Change

Change doesn’t end once a new initiative is launched. Sustaining it requires ongoing effort and monitoring. Expertise in change management ensures you can:

  • Define success metrics and track progress (e.g., adoption rates, engagement levels, or business outcomes).
  • Identify and address barriers that arise post-implementation.
  • Embed changes into the organisation’s processes and culture for lasting impact.

Example:
After introducing a flexible working policy, a CPO might measure adoption rates and employee satisfaction, refining the approach based on feedback.

How to Build Change Management Expertise

  1. Take Courses: Certifications like Prosci Change Management or CIPD’s organisational development programs can enhance your skills.
  2. Lead Projects: Volunteer to lead or support change initiatives within your organisation, such as system rollouts or restructuring efforts.
  3. Learn from Leaders: Partner with experienced change managers to observe best practices in action.
  4. Study Case Studies: Analyse real-world examples of successful and failed change initiatives to understand key success factors.

What Success Could Look Like:
✅ Successful implementation of a change project, measured by on-time delivery and minimal disruption.
✅ Positive feedback from impacted employees and stakeholders.
✅ Documentation of a repeatable change management framework you can use for future initiatives.

6. Master Data Analytics

Data-driven decision-making is essential for senior leaders, including the Chief People Officer (CPO). Mastering data analytics not only elevates your strategic value but also helps you drive impactful HR initiatives aligned with business goals. Here’s why it’s a critical skill on the path to becoming a CPO:

  • Turning HR into a Strategic Business Partner

To gain a seat at the executive table, HR leaders must prove their value in driving business outcomes. Data analytics enables you to:

  • Link HR initiatives directly to business performance (e.g., the impact of engagement on productivity).
  • Demonstrate the ROI of HR programs like leadership development or DE&I initiatives.
  • Build data-backed strategies that align with broader organisational goals.

Example:
Using analytics to show how a reduction in turnover saves millions in hiring and training costs positions HR as a revenue-protecting function rather than a cost centre.

  • Predictive Decision-Making

Analytics can shift HR from reactive to proactive. By leveraging predictive data, a future-focused CPO can anticipate challenges and opportunities, such as:

  • Identifying high-risk employees likely to leave.
  • Forecasting future talent needs based on business growth.
  • Spotting trends in workforce engagement before they impact performance.

Why it matters:
In today’s competitive landscape, being ahead of the curve is a key differentiator for effective leadership.

  • Building Credibility with Stakeholders

Executives rely on numbers to make decisions. To gain credibility and influence, you must speak the language of data. Analytics equips you to:

  • Present evidence-based recommendations at leadership meetings.
  • Align HR metrics with financial and operational KPIs.
  • Create dashboards that visualise HR’s impact in terms that resonate with CEOs and CFOs.

Impact:
CPOs with strong analytical skills gain the trust and buy-in of the C-suite, making them key advisors in strategic decision-making.

By analysing employee data, you can craft strategies that directly improve the workforce experience. For instance:

  • Using engagement survey results to address specific pain points.
  • Monitoring training program outcomes to refine development initiatives.
  • Leveraging pulse surveys to assess the impact of workplace changes in real-time.

The result:
A happier, more engaged workforce that drives organisational success.

  • Driving Organisational Change

Change initiatives often fail due to a lack of data-driven insights. Mastering analytics helps you:

  • Assess the readiness for change across the workforce.
  • Track the success of transformation efforts.
  • Identify resistance early and adapt strategies accordingly.

Example:
When rolling out a new HRIS system, analytics can show how quickly employees adapt and identify departments that need additional training or support. Becoming a Chief People Officer is all about using what you have available to showcase business results.

  • Elevating DE&I Efforts

Data analytics plays a pivotal role in creating equitable workplaces. By analysing data, you can:

  • Identify diversity gaps across levels and functions.
  • Measure the effectiveness of inclusion initiatives.
  • Ensure pay equity through compensation benchmarking.

Why this matters:
CPOs are increasingly expected to lead on DE&I, and analytics provides the foundation for meaningful progress.

  • Building Resilience in Uncertain Times

In volatile markets or during crises, HR leaders with strong analytics skills can quickly adapt to changing circumstances. For example:

  • Workforce data can guide cost-cutting measures without compromising key talent.
  • Analytics can predict workforce demand in post-crisis recovery.

Case in point:
During the pandemic, CPOs who leveraged data to plan for remote work transitions and forecast burnout were better equipped to navigate uncertainty.

How to Master Data Analytics as an HR Leader

  1. Learn the Tools: Get familiar with HRIS systems, analytics platforms (e.g., Tableau, Power BI), and workforce analytics tools.
  2. Upskill: Take courses or certifications in data analytics for HR. Many are designed for non-technical professionals.
  3. Start Small: Begin by analysing key HR metrics like turnover, engagement, or time-to-hire. Use these insights to make data-backed decisions.
  4. Collaborate: Work closely with your finance or operations teams to understand how they approach data.

What Success Could Look Like:
✅ Consistently delivering data-backed insights that inform strategic decisions.
✅ A track record of improving metrics (e.g., reducing absenteeism by analysing and addressing root causes).
✅ Confidence in presenting HR data to the executive team in a compelling and actionable way.

7. Invest in Education and Certifications

Action Plan:

  • Complete relevant qualifications such as CIPD Level 7 or an MBA with a focus on HR leadership.
  • Attend workshops, webinars, and HR leadership programs.

What Success Looks Like:
✅ Completion of a recognised qualification, such as a CIPD diploma or MBA.
✅ Application of new learning to your current role, leading to measurable improvements (e.g., more effective talent strategies or improved HR-business alignment).
✅ Enhanced credibility among peers and senior leaders, reflected in increased responsibilities or promotions.

8. Sharpen Leadership Skills

Action Plan:

  • Take on leadership roles in projects and within your team.
  • Seek mentorship or coaching from senior HR leaders.
  • Attend leadership development programs focused on emotional intelligence, communication, and influencing.

What Success Looks Like:
✅ Positive feedback from your team, reflected in employee satisfaction or engagement surveys.
✅ Successful delivery of complex projects involving cross-functional collaboration.
✅ Recognition as a trusted advisor to senior leadership.

9. Stay Informed and Adapt to Trends

Action Plan:

  • Regularly read industry blogs, whitepapers, and HR research.
  • Attend at least two HR conferences or events per year.

What Success Looks Like:
✅ Implementation of at least one new trend or technology in your organisation (e.g., introducing AI-based recruitment tools or remote work policies).
✅ Recognition as a forward-thinking HR professional by peers or leaders.
✅ Invitations to speak at events or contribute to industry publications.

10. Build a Strong Network

Action Plan:

  • Attend HR networking events and participate in industry groups on LinkedIn.
  • Maintain regular contact with mentors, peers, and industry leaders.

What Success Looks Like:
✅ Referrals or recommendations from your network leading to career advancement opportunities.
✅ Inclusion in exclusive HR circles or communities that discuss strategy and trends.
✅ A diverse network of contacts across industries, providing insights and opportunities.

Final Outcome: Becoming a Chief People Officer

This plan isn’t just about reaching the title but becoming a chief people officer and leader who makes a real difference. Success at every stage of this journey builds toward that ultimate goal, ensuring you have the skills, insights, and reputation to excel when you get there.

What ultimate success looks like:

  • You are appointed to an executive HR role with a seat at the leadership table.
  • You oversee HR strategy for an organisation, influencing its culture, talent, and future direction.
  • Your leadership and expertise are recognised externally, through awards, thought leadership contributions, or industry accolades.

 

Our focus on long-term partnerships

At re:find Executive Search we believe that recruitment is not a one-off transaction but rather a long-term partnership. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

Every organisation is unique. We feel that there is no one-size-fits-all solution when it comes to recruitment.

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For more information please get in contact with our Managing Director, James Cumming.